Which targeting strategy is Dove following? Explain briefly.Word count limit is (max.) 300.

Company case Dove: Building Customer Relationships Everywhere,One Gender at a Time This question left Unilever managersconflicted. Success with men would provide the much-neededexpansion for the brand, However, attempting to get men to perceiveDove as a manly brand risked damaging the brand's successful imageamong women. Additionally, Unilever already had a wildly successfulmen's personal care brand in Axe. However, with Dove, Unileverwould be targeting men not interested in Axe's edgy-at times evenrisqué-and youthful image. Positioning Dove for men would requiregreat care. When it comes to consumer packaged goods, Unilever isabout as big as they come. The company is a world-leading supplierof food, home, and personal care products. Its products can befound in a whopping seven out of ten homes globally, are avail ablein over 190 countries, and are used by more than 2 billion peopleon a daily basis. This kind of global scope is rare, and withrevenues of more than $66 billion per year, you'd think thatUnilever would be content to slow down a bit and tend to thebusinesses at hand. Instead, Unilever plans to have revenues inexcess of $100 billion by 2020, How does Unilever do it? Bycontinually creating and develop ing brands that form strongrelationships with consumers in mul- tiple consumer product-marketsegments. If Unilever's portfolio of brands overlooks certain typesof customers, then the com- pany creates or acquires a new brand.This \"house of brands\" approach has made Uniriever the proud ownerof powerhouse brands such as Noxzema, Ragu, Axe, Ben & Jerry's,Slim-Fast, Hellmann's, Q-tips, Vaseline, and Dove, to name just afew. Dove: Made for Women? Take Dove, for example. Dove is thenumber one brand of per sonal cleansing products in the UnitedStates, with a product portfolio that includes body bars andwashes, face care treat- ments, antiperspirants and deodorants, andhair care products. By itself, the Dove brand pulls in nearly $4billion a year for Uni- lever, prompting one expert to call it \"themost impressive brand builder in the last 15 years.\" But coming offits very success ful long-term \"Campaign for Real Beauty, Dove wasstarting to experience the stagnation that many mature brands face.Dove found that it was reaching the limits of expansion and thetypes of extensions it could support. After stumbling with thebrand's attempts to penetrate the hair care market, Unilevermanagers knew that Dove needed a new way to grow. Dove had alwaysbeen an undeniably feminine brand. Every thing about Dove's brandimage--its name, logo, color palette, and communications-wascreated with women in mind. Al- though this laser-focused targetinghad been a primary factor in the brand's decades-long success,ironically, it had become the brand's greatest limiting factor,especially given the rapid growth in the men's personal careproducts category. Could Dove sell its products to men? BreakingOut of the Box Dove supported its decision to enter the men's caremarket with a comprehensive strategy and genuine consumer insight.Rather than simply releasing products designed for men under thestandard Dove brand, Unilever created a brand within the brand-DoveMen+Care. This sub-brand provides a masculine foundation andmuch-needed separation from the core Dove brand. But just asimportant, Men+Care was extendable into virtually any type of men'spersonal care product. Dove also ap- pealed to men throughpackaging design. With a base color of dark grey and a masculinepalette of accent colors, the very ap pearance of Dove Men+Careproducts left no question as to the intended target customer.Unilever's highly successful Axe personal care line targets sin-gle men age 24 and under who have an active interest in social-izing and dating. So, by contrast, Dove Men+Care took aim at menage 25 to 54. Research revealed that men in this distinctivedemographic were evolving. Typically married, they were taking onmore household duties such as cleaning and shopping than similarlyaged men in prior decades. More than half of men in this categorywere buying their own personal care products, and most of the restwore influencing those purchases. The first products in the DoveMen+Care portfolio were skin care items. The line included threebody washes, two bar soaps, and a shower scrub, productsstrategically designed to comple ment each other. The idea was toappeal to \"men who are com fortable in their own skin,\" but whowere receptive to the proven moisturizing power of Dove products.Dove is one of the few per sonal care brands that most men had intheir homes growing up. So there was an established level of brandrecognition and brano knowledge. Shortly after introducing theinitial products, Dave adde an antiperspirant to the Men+Care line.More recently, Don Men+Care has become a more full spectrum brandthat include facial care and hair care products. With its line offacial care prod ucts, Dove urges men to \"Take better care of yourface,\" wherea: its hair care products promise, 3X stronger hair.\"These nev product lines extend Dove's heritage in cleansing,moisturizing and providing the ultimate care. The Dove Mon+Carefacial care products are designed to complement each other byhelping men care for their skin in three casy steps: facialcleansing (cleanser that fights dryness), shaving (shaving gel thatprevents irritation, and face care (post shave balm soothes skinand a moisturizer that hydrates and protects). Dove's rosearchrevealed that 48 percent of men in the United States never use facewash and 46 percent never use a face moisturizer, even though mostmen admit they know they should. Rob Candelino, vice president ofUnilever Skincare, explains the insight behind the facial careproducts and their positioning: \"Men today have a great deal tocare about from their families to their careers, but they don'talways give their personal care the same level of attention.Neglecting to properly cleanse and mois- turize their skin, ordoing so but using harsh products like regular soep, al contributeto a man's face looking tired and feeling wom. New Dove Men+CareFace products seek to help men eliminate needless torture fromtheir grooming routine and help put their best face forward when itmatters most.\" \"Men today have a great deal to care about fromtheir families to their careers, but they don't always give theirpersonal care the same level of attention. Neglecting to properlycleanse and mois- turize their skin, or doing so but using harshproducts like regular scep, al contribute to a man's face lookingtired and feeling wom. New Dove Men+Care Face products seek to helpmen eliminate needless torture from their grooming routine and helpput their best face forward when it matters most.\" Unilever hastaken great care to craft promotional message consistent with thebrand image of Dove Men+Care. The launci of its facial careproducts was accompanied by an ad showing the abuse a man's facetakes. Snowballs, motor oil, pokes fron a child, windburn from aroller coaster, and \"deserved\" slaps pro vided illustration for thetagline, \"End the face torture.\" A series a follow-up ads showedreal men describing their typical face care routine (soep, nomoisturizer, stinging after shavel followed by the results theyexperience (\"It feels tight.\" \"It doesn't feel good at all andDefinitely stings\"). Dove Men+Care facial products are distributedalongside other Men+Care products through grocery store chains andmass merchandisers and are priced competitively with similaproducts from Neutrogena and Noxema. The products have per formedwell, prompting Unilever to up the ante. Less than a yea after theintroduction of Dove's line of men's facial care products. Unileveradded the three-step five-product Expert Shave line to Men+Care.With prices starting at $21.99 for each item, Dove is eyeing themarket for men's products from department store brands likeClinique, Sephora, Tom Ford, and Kieni's. Most recently, Dove hastaken its advertising for Men+Care to a new level. According toCandelino, \"We hear from 73 percent of men that they're falsely orinaccurately depicted in advertis- Ing. Specifically, saysCandelino, the common depictions of mer nacivertising can be boileddown to three categories: guys ob- Sessed with winning theaffections of women, he-men who are into stereotypical manlyactivities such as body building or fast cars, and dads who areseen more as buffoons than respected parents. So Dove Men+Carelaunched a campaign to combat these caricatures as much as buildits own brand. Called \"Real Moments, the campaign promotesreal-life fatherhood tales from father figures like Miami Heat starDwyane Wade. Having just written a book entitled, A Father First:How My Life Became Bigger than Basketball, Wade was the perfectcelebrity to give an endorsement. \"When fans learn that playing'Defense\" for Dwyane Wade means teaching his sons how to guard amini- hoop in his living room, instead of a fellow player during aprofes- sional game,\" says Candelino, it hits home where men todayplace priority-caring for their family comes first.\" An InstantSuccess In a short period of time, Dove has accomplished a greatdeal. It successfully stepped outside the established boundaries ofa brand created to target a specific market segment-women. Inbreaking beyond that segment, the brand has become an au- thorityon mon's personal grooming. And Dove has done this withoutalienating its core segment of women. Unilever's investment in Doveas a men's care brand seems to have paid off. Shortly after the newDove Men+Care line debuted, Symphonyirl put the new brand on itslist of top 10 new products. In an annual study of most desirablebrands, Dove ranked fourth among both women and men. Best of allfor Unilever, Dove's previously flat overall sales rose 9.8 percentin Men+Care's first year and have continued to climb since. Itseems that Dove's stated objective for Dove Men+Care, to \"al- lowmen to better care for themselves so they can care for what mattersmost to them,\" is right on target.